[AISWorld] ToC International Journal of Knowledge Management Vol 7 Issue 2
MurphJen at aol.com
MurphJen at aol.com
Tue May 17 04:14:52 EDT 2011
The contents of the latest issue of:
International Journal of Knowledge Management (IJKM)
Official Publication of the Information Resources Management Association
Volume 7, Issue 2, April-June 2011
Published: Quarterly in Print and Electronically
ISSN: 1548-0666 EISSN: 1548-0658
Published by IGI Publishing, Hershey-New York, USA
_www.igi-global.com/ijkm_ (http://www.igi-global.com/ijkm)
Editor-in-Chief: Murray E. Jennex, San Diego State University, USA
PAPER ONE
Knowledge Management Process and Organizational Performance in SMEs
Varintorn Supyuenyong, Knowledge Management Professional Center Asia,
Thailand
Fredric William Swierczek, Thammasat University, Thailand
The benefits of knowledge management are recognized mainly for the large
organization. Small and medium-sized enterprises (SMEs) can also achieve the
real benefits of KM. This paper investigates the relationship between the
KM process and the organizational performance of SMEs. The objective of
this paper is to assess the KM process and its relationship to different
components of organizational performance in small and medium enterprise
application service providers in Thailand. A survey approach was used with a
sample of 81 respondents. The results show that knowledge organization, and
retention and knowledge utilization improve individual performance, product
performance, and overall organizational performance. Only knowledge
organization and retention increases process performance. Knowledge dissemination
influences customer satisfaction and reputation and cost reduction. These
results demonstrate the benefits of the KM practices on the organizational
performance in SMEs.
To obtain a copy of the entire article, click on the link below.
_http://www.igi-global.com/bookstore/article.aspx?titleid=53236_
(http://www.igi-global.com/bookstore/article.aspx?titleid=53236)
PAPER TWO
Boundary Spanning Role of the IS Development Team in Consultant-Partnered
Projects: Knowledge Management Perspective
Sanghoon Lee, Yonsei University, Korea
Bongsik Shin, San Diego State University, USA
Hogeun Lee, Yonsei University, Korea
This research examines the effect an Information Systems (IS) development
team has on end-users’ perceptions of system quality and system benefits by
transferring relevant knowledge through inter- and intra-firm boundaries.
The research context is the prevalent partnership in which an external
consultant with relevant expertise leads a client team to undertake an IS
project. A high-level research model that depicts dynamics among team competence
(for knowledge transfer), consultant partnership (with the project team),
knowledge transfer (through inter- and intra-firm boundaries), and project
success is proposed grounded on the theory of boundary spanning. Key
indicators of team competence and consultant partnership are derived from
existing studies. With expected multiplicity in the conceptual dimensions of team
competence and consultant partnership, they are designated as second-order
constructs with first-order manifest variables. User perceptions of the
post-implementation quality and benefits of an information system serve as
project success variables. Relevant hypotheses propose dynamics among the
studied constructs. Survey data are gathered from both system developers and
end-users, and the integrity of the research model and corresponding
hypotheses are empirically tested with structural equation modeling. Data analysis
confirmed the importance of knowledge transfer for the post-implementation
success of an IS project.
To obtain a copy of the entire article, click on the link below.
_http://www.igi-global.com/bookstore/article.aspx?titleid=53237_
(http://www.igi-global.com/bookstore/article.aspx?titleid=53237)
PAPER THREE
The Practice of Jordanian Business to Attain Customer Knowledge
Acquisition
Amine Nehari Talet, King Fahd University of Petroleum & Minerals, Saudi
Arabia
Samer Alhawari, Applied Science Private University, Jordan
Ebrahim Mansour, Applied Science Private University, Jordan
Haroun Alryalat, The World Islamic Sciences & Education University,
Jordan
This paper examines how Jordanian companies use the knowledge process to
support Customer Knowledge Acquisition (CKA) and how they foster it. The
empirical study is based on a sample of the data collected from 156
respondents, drawn randomly from three software business solution companies working
in the Customer Relationship Management (CRM) area, and four companies which
are employing the CRM system. The results show that the three selected
factors (need for Customer Knowledge, Verify Customer Source, and Capture
Customer Knowledge) have a significant impact on customer acquisition. However,
the source identification of knowledge is not significant in Jordanian
business software environments. The empirical findings will help both
researchers and practitioners in future Knowledge Management (KM) and Customer
Acquisition research to gain a better understanding of the knowledge processes
about customers on Customer Acquisition. This paper provides a contribution
to the literature about Customer Knowledge Acquisition in one of the
developing countries as a framework to keep organizations competitive within the
global business environment.
To obtain a copy of the entire article, click on the link below.
_http://www.igi-global.com/bookstore/article.aspx?titleid=53238_
(http://www.igi-global.com/bookstore/article.aspx?titleid=53238)
PAPER FOUR
Impact of Knowledge Management Dimensions on Learning Organization:
Comparison Across Business Excellence Awarded and Non-Awarded Indian
Organizations
Deepak Chawla, International Management Institute, India
Himanshu Joshi, International Management Institute, India
Knowledge and knowledge driven learning determines the organizational
ability to achieve sustainable competitive advantage. To excel in business,
organizations need to develop processes that facilitate streamline information
flow resulting in enhanced learning. This paper investigates the learning
capabilities demonstrated by Indian organizations and for the differences
between business excellence awarded and non-awarded organizations. This
paper examines the impact of Knowledge Management (KM) dimensions on Learning
Organization (LO) and tests if the impact is significantly different for
these groups. A convenience sample of 57 executives from 16 Indian
organizations participated in the study. The results show that organizations awarded
for business excellence fare better on all items of LO as compared to
non-awarded ones. However, statistical difference is found only in Vision and
Strategy and Performance Improvement Process. The results show that most of
the KM dimensions have a positive impact on LO dimensions.
To obtain a copy of the entire article, click on the link below.
_http://www.igi-global.com/bookstore/article.aspx?titleid=53239_
(http://www.igi-global.com/bookstore/article.aspx?titleid=53239)
PAPER FIVE
A Dynamic Ability-Based View of the Organization
Farley S. Nobre, Federal University of Parana, Brazil
David S. Walker, The University of Birmingham, UK
This paper investigates theoretical micro-foundations of core competencies
in the organization that pursues sustainable competitive advantage. It
advocates that there is a lack of literature perspectives which can explain
the sources of core competencies of the firm. This research raises questions
on: What are the main sources of creation and sustenance of core
competencies? What are the abilities which nourish the development of operational and
dynamic capabilities? What is the main source of collective knowledge in
the organization? This work answers these questions by proposing a dynamic
ability-based view of the organization which contributes to explaining the
dynamic behavior of the firm in the pursuit of sustainable competitive
advantage. Cognition is the core ability which supports individuals, groups, and
organizations with intelligence, autonomy, learning, and knowledge
management. These concepts form the set of organizational abilities in this
research.
To obtain a copy of the entire article, click on the link below.
_http://www.igi-global.com/bookstore/article.aspx?titleid=53240_
(http://www.igi-global.com/bookstore/article.aspx?titleid=53240)
*****************************************************
For full copies of the above articles, check for this issue of the
International Journal of Knowledge Management (IJKM) in your institution's
library. This journal is also included in the IGI Global aggregated
"InfoSci-Journals" database: _http://www.igi-global.com/EResources/InfoSciJournals.aspx_
(http://www.igi-global.com/EResources/InfoSciJournals.aspx) .
*****************************************************
CALL FOR PAPERS
Mission of IJKM:
The primary objective of the International Journal of Knowledge Management
(IJKM) is to provide a comprehensive cross discipline forum for advancing
the understanding of the organizational, technical, human, and cognitive
issues associated with the creation, capture, transfer and use of knowledge
in organizations. The secondary objective of this Journal is to share
knowledge among researchers and practitioners with respect to the design,
development, implementation and maintenance of effective knowledge management
systems. The journal publishes high quality empirical and theoretical research
covering all aspects of knowledge management. In addition to full-length
research manuscripts, the journal publishes insightful research and practice
notes as well as case studies from all areas of knowledge management.
Coverage of IJKM:
The International Journal of Knowledge Management (IJKM) covers all
aspects of the knowledge management discipline, from organizational issues to
technology support to knowledge representation. High quality submissions are
encouraged using any qualitative or quantitative research methodology.
Submissions are especially encouraged covering the following topics:
· Basic theories associated with knowledge creation, knowledge
management, and organizational memory
· Case studies of knowledge management and organizational memory
systems
· Cognitive theories of knowledge management and organizational
memory
· Design of information and communication systems that facilitate
knowledge transfer and sharing
· Enablers and inhibitors of knowledge sharing and knowledge
transfer behaviors
· Global issues in knowledge management and organizational memory
· Issues related to the capture, storage, search, retrieval, and
use of knowledge and organizational memory
· Knowledge acquisition and transfer processes
· Knowledge management in small and medium enterprises
· Knowledge management strategy
· Knowledge management training issues
· Knowledge reuse in organizations
· Knowledge transfer and sharing behaviors within emergent
organizational forms such as virtual communities
· Methodologies and processes for developing knowledge management
systems
· Metrics and effectiveness of knowledge management and
organizational memory systems
· Organizational and economic incentive structures for knowledge
sharing and use
· Organizational culture impacts on knowledge management
· Organizational learning
· Use of semantic networks, topic maps, the Internet, digital
documents, XML, taxonomies, ontologies, and other technologies to implement
knowledge management systems
Interested authors should consult the journal's manuscript submission
guidelines _www.igi-global.com/ijkm_ (http://www.igi-global.com/ijkm) .
All inquiries and submissions should be sent to:
Editor-in-Chief: Dr. Murray Jennex at _IJKMsubmission at aol.com_
(mailto:%20ijkmsubmission at aol.com)
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